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Building on existing research into how very small businesses (VSBs) can start to struggle, this work looks further into the struggling company’s future to identify what can enable it to recover. Based on the theory of business resilience, it raises the question of how the manager of a very small business can return to a situation from which the business can rebound. The study adopts a qualitative approach, through an exploratory study of five VSBs in receivership. Applying the three dimensions of resilience proposed by Bégin and Chabaud, the article shows that the manager’s flexibility and ability to draw on his or her social capital enable the company to rebound.